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E-Journal of Tourism Vol.1. No.2. (2014): 83-90 

 

http://ojs.unud.ac.id/index.php/eot  83  e-ISSN: 2407-392X.  p-ISSN: 2541-0857  

Destination Management and Imaging Kintamani towards Sustainable Tourism 
 

Ni Luh Putu Agustini K, I Made Sukarsa, Ni Wayan Sri Suprapti  

and Agung Suryawan Wiranatha 

 
School of Postgraduate Study 

Doctorate Degree in Tourism Udayana University 

Coressponding author: agustinikputu@gmail.com 

 

ARTICLE INFO 

 

 
Received  

24 February 2014  

Accepted   

05 August 2014 

Available online  

10 September 2014  

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

ABSTRACT 

 

Kintamani destination has become a forerunner to the development of 

tourism in Bali. The last few years the brand Kintamani Destinations 

increasingly unpopular. This study aims to explain the paradigm shift and the 

role of management Kintamani   Destinations in shaping the quality of 

service, image, satisfaction, and visitor’s loyalty integrated manner affecting 

the sustainability of tourism. Management acts as a service provider 

consisting of stakeholders. Research on management aspects (supply side) 

has been implemented in the first phase qualitatively through depth 

interview. In stage II, conducted quantitative research on aspects of service 

quality, image, satisfaction and loyalty of visitors to Kintamani using SEM 

(Structural Equation Modeling). By accidental sampling questionnaire 

conducted to 250 tourists who visit Kintamani Destinations. Later in the third 

stage, verify the relationship of service quality, image, satisfaction, and 

loyalty to the sustainability of tourism in Kintamani through Focus Group 

Discussion (FGD). The findings of this research is the paradigm and the role 

of stakeholders in the destination management affects the quality of services 

provided in Kintamani. Aspects of quality of service, image, and satisfaction 

significantly affect the loyalty of tourists visiting Kintamani. The four aspects 

are directly determine the sustainability of tourism in Kintamani. The novelty 

of this research is both, from the aspect of supply and demand, destination 

management, service quality, imaging, and satisfaction rating affects loyalty, 

as well as an integrated manner affecting the sustainability of Kintamani 

tourism Destinations. These research results bring to all stakeholders that the 

management of destinations and image dominant influence on the 

sustainability of Kintamani Tourism Destinations. Thus, these aspects will be 

the focus of stakeholders in maintaining and developing Kintamani Tourism 

Destinations. Kintamani Destinations consider as a Tourist Destination 

Region Lodging (DTWK) with various constraints and limitations. The 

research on other aspects that critically affect the continuity of Kintamani 

Tourism Destination needs to be done further. 

 

Keywords: destination management, service quality, imaging, satisfaction, 

loyalty, sustainable tourism.

 

Introduction 

 Background 

 

        Kintamani destination is known as a 

tourist attraction with a view of a very 

beautiful sunrise (Trip Advisor, 2014). 

Activities of community-based tourism (CBT) 

dominant performed in Kintamani. Most of the 

tourism activity in this area involves the 

community, such as: climbing Mount Batur, 

Trunyan Cemetery, people trekking around in 

the plantation of Buahan Village, tourist 



E-Journal of Tourism Vol.1. No.2. (2014): 83-90 

 

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bathing in natural hot water Toya Bungkah 

and agrotourism picking coffee, vegetables, as 

well as cultivation fish of Lake Batur.  

 

 Management involved includes 

governments, private businesses, local 

communities and tourism associations. All of 

them play a role as a stakeholder. The 

stakeholders have not been able to manage 

tourist attraction with the quality of service 

standards. Various complaints arise and 

weaken the image of Kintamani Destinations. 

Travelers who are not satisfied, will not visit 

again (disloyal) and would not recommend it 

to other travelers. This bad image impact on 

the decrease in the number of tourist visits. 

 

 Some research has been conducted in a 

variety of approaches in order to find 

solutions. It takes effort and management 

strategies of the fundamental aspects of a 

sustainable society in order to change the 

paradigm in providing services to tourists. 

Differences of interest in providing service, 

individual character, and differences in the 

acquisition of the benefits of tourism trigger 

social envy among fellow community tourism 

stakeholders. Uncontrolled resource eruption 

utilization, street vendors, anarchic action 

traveler fighting, bullying in Trunyan, all 

affect the image of Kintamani Destinations.  

 

 Considering various thorny issues arise in 

this destination, it is necessary to do research 

in a structured on every aspect that contributes 

to the sustainability of tourism and the local 

economy. It takes a special method of solving 

the gradual and systematic in analyzing this 

problem. 

 

Research Objectives 

 

 The main objective of this study is to 

analyze the influence of management 

destinations, to the quality of service, image, 

tourist satisfaction, loyalty and sustainability 

of tourism in Kintamani. In more detail 

described as follows: 

(1) To evaluate the paradigm and the role of 
stakeholders, in the management of 

tourism destinations in shaping the 

quality of service in Kintamani 

Destinations. 

(2) To analyze the effect of service quality, 
image, satisfaction, to tourists’ loyalty to 

Kintamani Destinations. 

(3) To verify the relationship of service 
quality, image, satisfaction, and tourists 

loyalty to tourism sustainability in 

Kintamani Destinations. 

 

Literature Review 

 

Previous Research 

 

 Research of Ariana (2009), found that 

many irregularities behavior of local 

communities occur in providing services to 

tourists. Causes include: competition 

(scramble guests), does not have the skills in 

serving guests, there are no sanctions for such 

ill treatment, arrogant character, and the 

tendency of lazy learning in improving 

competence.  Research of Agustini and 

Suarthana (2013), also found that the image of 

destinations with variable control WOM 

(Words of Mouth) significantly affects tourists 

to visit Kintamani Destinations. Research 

Agustini, Suarthana and Sutawa (2014) on 

community-based tourism in Trunyan, shows 

that it takes a synergy between stakeholders in 

the development of Trunyan. The research of 

Sudana and Mahadewi (2014) about 

Kintamani as a special interest tourist 

destination finds that it takes time to grow and 

build strategy implementation in the 

development of Kintamani Destinations. 

 

Concept and Theory of Management and 

Imaging 

 

 Referral theories and concepts used in 

this study include: destination management 

theory Buhalis and Spada (2000); Caffyn and 

Jobbins (2003); Manente (2008); Tkaczynski, 

Rundle-Thiele and Beaumont (2008); Samah 

and Aref (2010); Saftić, Težak and Luk 

(2011). Theories and concepts of satisfaction, 

imaging, loyalty, referring to the theory of 

Grönroos (1984); Parasuraman, Zeithaml and 

Berry (1985); Baker and Crompton (2000); 

Hasan (2008); Anastassova (2011). At the 

final stage of the study visitors loyalty 

relationship with the sustainability of tourism 

in Kintamani refer to sustainable tourism 

theory Clarke (1997); McGettigan and Burns 

(2004); Jamrozy (2007); Alonso (2009). 

 



E-Journal of Tourism Vol.1. No.2. (2014): 83-90 

 

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Framework  

 

 Based on the results of abstraction and 

synthesis of theory associated with the 

background of problems in Kintamani 

Destinations, then the frame of the study is 

described as Figure 3.1. 

 

 
  
 Stages of this research are determined 
based on a different perspective that is the 

perspective of supply (manager), consisting of 

stakeholders (government, communities, 

businesses, tourism associations) and the 

perspective of demand (tourists). This 

dissertation is divided into three stages. Phase 

I has been carried out to analyze Kintamani 

Destinations management aspects of the 

supply side, with a qualitative analysis 

techniques through in-depth interview; Phase 

II from the perspective of demand; analyzing 

aspects of service quality, imaging, 

satisfaction, and tourist loyalty to Kintamani 

Destinations. Quantitative analysis begins by 

distributing questionnaires to 250 tourists who 

visit Kintamani. The sampling is non-

probability sampling, with accidental sampling 

technique. The total respondents are 250 and 

from those who return the questionnaire, 231 

data pertained valid, and 19 pertained invalid 

(outlayer). Quantitative research uses 

analytical tools SEM (Structural Equation 

Modeling).  Phase III is analyzed qualitatively 

through FGD (Focus Group Discussion), in 

order to verify the relationship aspects in 

phase I and II to the sustainability of tourism 

in Kintamani Destinations. 

 

 

Hypotheses 

 

 In the qualitative research phase one and 

three, there are not set hypotheses. Meanwhile, 

based framework and indicators of quantitative 

research, the hypothesis on phase two is set as 

follows: 

 

Hypothesis H1:  the quality of service 

positively and significantly 

influences the imagery 

Kintamani Destinations 

Hypothesis H2:  the quality of service 

positively and significantly 

influences the satisfaction   

of tourists to visit   

Kintamani Destinations. 

Hypothesis H3:   the quality of service, 

positively and significantly 

influences the tourist loyalty 

to visit Kintamani 

Destinations. 

Hypothesis H4:  destination image positively 

and significantly influences 

the satisfaction of tourists to 

Kintamani Destinations. 

Hypothesis H5:  destination image positively 

and significantly influences 

the tourist loyalty to visit 

Kintamani Destinations. 

Hypothesis H6:  tourist satisfaction positively 

and significantly influence 

tourist loyalty to visit 

Kintamani Destinations. 

 

Methodology 

 

Population and sample 

 

 The population is taken as a data source 

and can represent the entire population of the 

tourists visiting Kintamani. The number of 

tourists who were made respondents is as 

many as 250 people. While the key informant 

in-depth interviews and focus group consisted 

of 13 representatives of stakeholder Kintamani 

Destinations. 

 

Variable Research 

 

  The variables at each stage of the study 

determined the appropriate approach to the 

supply side and demand side. Thus, the 

variables analyzed were classified into two, 

namely variables in qualitative research and 



E-Journal of Tourism Vol.1. No.2. (2014): 83-90 

 

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quantitative research. Quantitative variables 

are shown in Table 4.1 below. 

 
 

Data Analysis 

 

 Quantitative analysis uses AMOS 

Graphics Package 18 with SEM method. 

Qualitative analysis techniques in this study 

use a model of existential phenomenology and 

critical theory by the method of videotapes, 

interviews, and depth interview. Interviews 

and FGD reviews gradually based approaches 

appropriate concepts and theories. Referral 

research various parties are used as a 

benchmark for future studies corroborate the 

findings. Qualitative research method stages I 

and III are implemented in Kintamani 

Destinations applying qualitative research 

paradigm. 

 

Results and Discussion 

 

Stakeholders in Management Paradigm 

Destinations 

 

 The results of discussions at the first 

phase, with qualitative methods through deep 

interview conclude some of the followings: 

 

1) The difference in the paradigm of 
stakeholders about the problems that 

occur in Kintamani Destinations cause 

differences in the solution strategy. 

2) Differences in the paradigm of society in 
its role as stakeholders contribute causes 

protracted gap among stakeholders. 

3) All stakeholders comprising government, 
communities, businesses, associations and 

other tourism players do not play a role in 

a balanced way in the management of 

tourist attraction Kintamani. 

4) It takes synergy, coordination and 
collaboration among stakeholders in order 

to carry out managerial functions properly 

and professionally 

 

 Referring destination management theory 

and the concept of stakeholders from Buhalis 

(2000); Caffyn and Jobbins (2003); Manente 

(2008); Tkaczynski, Rundle-Thiele and 

Beaumont (2008); Samah and Aref (2010); 

Saftić, Težak and Luk (2011) showed that 

paradigm and the role of stakeholders in the 

destination management largely determines 

the quality of services provided in Kintamani. 

 

The Influence of service quality, image, 

satisfaction and Loyalty of tourists to 

Kintamani Destinations 

 

 Based on the analysis using SEM, further 

is described the meaning of the results more 

deeply and applicably. Referring to the 

hypotheses that have been determined, then 

the translation of the SEM results on the effect 

of service quality, image, satisfaction and 

loyalty tourists to visit Kintamani Destinations 

is shown in Figure 1 below. 
 

 
 

Figure 1.   Structural Modeling 

 

 

 



E-Journal of Tourism Vol.1. No.2. (2014): 83-90 

 

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 Kintamani Destinations research 

hypothesis testing is done by using SEM. The 

acceptance on testing the hypothesis is 

whether an estimated value can refer to the 

determination of value (p value ≤ 0.05). The 

result of hypothesis testing shows the effect of 

quality of service, image, tourist satisfaction 

and loyalty can be described in Table 5.1 . 

 
 
 Based on the results of the testing of the 

structural model in Table 5.1, the hypothesis 

can be summarized as follows: 

 

1) The relationship between variables of 
service quality and the image of the 

destination.  Variable quality of service 

(X1) has no significant effect towards the 

variable destination image (X2) with a p-

value equals to (0.134). It can be 

concluded that the quality of services 

provided in Kintamani Destinations does 

not significantly affect the image.  

2) The relationship between variable of 
service quality and satisfaction of tourists. 

Variable quality of service (X1) 

significantly influences traveler 

satisfaction variables (X3), with a p-value 

equals to (0.004). It can be concluded that 

there is a significant effect of the quality 

of service towards the satisfaction of 

tourists visiting Kintamani Destinations. 

3) The relationship between variables of 
service quality and the loyalty of tourists. 

Variable quality of service (X1) has no 

significant effect towards tourist loyalty 

variable (Y1) with a p-value equals to 

(0.337). It can be concluded that the 

service quality loyalty does not have a 

significant effect towards tourists visiting 

Kintamani Destinations . 

4) The relationship between the images of 
tourist satisfaction and variables. Variable 

image (X2) has no significant effect 

towards satisfaction variable (X3), with a 

p-value equals to (0.125). It can be 

concluded that the destination image has 

no significant effect towards tourist 

satisfaction to Kintamani Destinations . 

5) The relationship between the images and 
the variable of traveler loyalty.Variable 

destination image (X2) has no significant 

effect towards loyalty variable (Y1), with 

a p-value equals to (0.448). It can be 

concluded that the destination image ha 

no significant effect towards tourist 

loyalty to Kintamani Destinations . 

6) The relationship between variables of 
tourist satisfaction and loyalty. 

Satisfaction variable (X3) significantly 

affects the loyalty variable (Y1), with a p-

value equals to (0.004). It can be 

concluded That traveler satisfaction 

significantly influences traveler loyalty 

visiting Kintamani Destinations. 

 

The Influence of Model on Image Quality of 

Service,  Satisfaction and Loyalty of 

Traveler 

 

 The results of direct assessment of the 

respondents to the variable quality of service, 

image, satisfaction, and loyalty are at a high- 

enough score that is above (3.6) . According to 

Likert Scale, a score is assigned from a scale 

of 1 to 5. This shows that the indicators 

presented in the questionnaire study was 

considered quite relevant and positive as the 

reflection of the quality of service, image, 

satisfaction, and loyalty of tourists to 

Kintamani Destinations. 

 

 Furthermore, the results of the analysis 

using SEM show that the effect of quality of 

service, image, and satisfaction shows a 

positive result to the loyalty of tourists to 

Kintamani Destination. Description of the 

model analysis results of this study can be 

illustrated in Figure 5.2 as follows. 

 



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 Based on the results of the model analysis 
using SEM in Figure 5.2 it is clearly visible 

that the variables affect service quality by 34 

percent against the image, but not significant 

(p-value >0.05). Variable service quality does 

by 34 percent against the tourists' satisfaction 

and is significant (p-value <0.05). Variable 

quality of service only affects 10 percent of 

the loyalty but not significant (p-value> 0.05). 

The Variables affect the image by 49 percent 

on tourist satisfaction but not significant (p-

value> 0.05). Variable destination image 

influences by 12 percent on the tourists loyalty 

but not significant (p-value> 0.05). The 

highest satisfaction variables affect by 50 

percent and give significant impact on loyalty 

and it is significant (p-value <0.05). 

 

 The results provide justification to the 

stakeholders involved in the management of 

Kintamani Destinations that the quality of 

service, image and satisfaction to tourists 

visiting Kintamani Destinations determine the 

travelers’ loyalty. Governments, employers, 

communities, associations, NGOs as 

stakeholders together should give priority to 

the aspects of quality of service, imaging, and 

retain tourists visiting guaranteed satisfaction. 

If these three aspects are met, then the 

travelers’ loyalty to Kintamani Destinations 

will be realized. 

 

 Quality of service with all the indicators, 

the image formed by the indicator promotion, 

media, communications, and traveler 

satisfaction should be a priority to be 

improved, in order to achieve loyal travelers. 

Stakeholders should pursue promotional 

activities, media publications, facilitate 

communication with travelers and provide 

training behavior (attitude, manners and 

courtesy) good in serving tourists. Provision of 

intensive coaching and counseling to 

community tourism players are slowly but 

surely will change the old paradigm to the new 

paradigm. Community orientation is an 

excellent service, not just to earn a moment. 

Good service is an important indicator that 

determines travelers’ satisfaction. At the time 

of satisfied travelers, with easy access to 

Kintamani Destinations, the relevant rates, that 

travel time is short and psychological comfort 

are met, and then the hope for them to come 

back even becomes high. 

 

 As the core driver management 

Kintamani Destinations, the government 

should renew the website, utilize print, 

electronic, social media, and increase the 

marketing budget. Empowerment of 

communities, implement effective training and 

strengthen regulation in order to improve the 

quality of service, image and tourist 

satisfaction. According to the theory, if the 

tourists are satisfied they would re-purchase or 

visit again and if they become loyal they 

would recommend Kintamani to other 

colleagues. 

   

Limitations of the research 

 

 This study examines the various aspects 

that affect the management and image 

Kintamani Destinations towards sustainable 

tourism. In its application, the research results 

show that some specific characteristics of the 

region should be put as an important 

consideration. DTWK status with the structure 

of the soil, geological conditions of the 

environment, and that the discharge of the 

water of the lake is not stable, and the status of 

Mount Batur that  is still active, make this area 

very limited to be developed. 

 

 On the other hand, the character of the 

local community in Kintamani Destinations 

are very specific, somewhat harder and less 

friendly, while it has a natural appeal unique 

and fascinating for tourists. Varieties of 

nature-based tourism activities and culture 

involving local communities make both of 

these things come into a dilemma, but require 

foresight researchers to study aspects that 



E-Journal of Tourism Vol.1. No.2. (2014): 83-90 

 

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allow the development of this region for the 

better. Further research should pay attention to 

the specific characteristics of the region, and 

make the critical aspects of this as a reference 

in formulating problems and give advice on 

the research findings. 

 

Conclusion and Recommendation 

 

Conclusion 

 

 Referring to destination management 

theory, the theory of imaging, quality of 

service, satisfaction and sustainability of 

tourism, the conclusions of this study are: 

1. Roles and stakeholders in the destination 
management paradigm affect the quality 

of services provided in Kintamani. 

2. Aspects of quality of service, image, and 
loyalty affect tourist satisfaction 

positively and significantly to visit 

Kintamani. 

3. Quality of service, destination image, 
satisfaction, and tourists’ loyalty to 

Kintamani affect the sustainability of 

tourism. 

 

Recommendation 

1. It is necessary academically to conduct 
further research on destination 

management more broadly with 

indicators that are more complete. 

Application of the concept of quality of 

service, imaging, standard analysis 

traveler satisfaction, and loyalty to their 

overall needs need more in-depth 

assessment. Other aspects that have to do 

with these variables must be taken into 

consideration in future research. 

2. In its application stakeholders strongly 
support the development of tourism 

destinations. Kintamani Destinations 

become a mainstay of the world. But the 

character of the people, the condition of 

natural resources and human resources 

are still low. The ability of stakeholders 

in the governance of destinations, 

competence of stakeholders in creating 

quality services, imaging, and creating the 

satisfaction of tourists still need to be 

improved. Improvement in these areas 

will ensure the loyalty of tourists. 

3. Stakeholders must make loyalty rating as 
a priority because their loyalty is a 

guarantee of the sustainability of tourism 

in Kintamani Destinations. Utilization of 

information and technology, social media 

and the entire facility which can improve 

performance of Kintamani Destinations 

must be the focus of attention of 

stakeholders. 

 

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